"I'm Not Just a Banker Anymore: Consolidation, Pace of Change, and Business Growth Demand a New Blend of Delegation and Hands-On Involvement

[ILLUSTRATION OMITTED] At times, Paul Siebenmorgen feels like two people. To the outside, in our communities, a banker, says the president CEO of Farmers Merchants State Bank, Archbold, Ohio. inside, nowadays, really feel more of a manager, delegator, leader, band director, educator, cheerleader, what have you. Siebenmorgen's bank has expanded into five new communities in five is approaching the $1 billion-assets mark. And he's found his personal definition of has changed. This evolution has been felt by many in the business, as was discussed with Siebenmorgen four other members of ABA's Community Bankers Council. CEO who isn't on the main banking floor--or even in the main branch--no longer seems an oddity. Strategy has grown to be a bigger piece of the job--even if daily demands push creative thinking to nights, weekends, holidays. If the predicted consolidation among community banks comes to pass, the remaining leaders will find themselves increasingly coming to grips with an urgency to rethink how they work--and what they work at. Jim Edwards finds himself torn between today tomorrow. The pace of change continues to increase, find myself running a traditional bank, and, at the same time, spending more time thinking about how things are changing what are we going to do to stay ahead of what is coming in the next 90 days, 12 months, five years, says Edwards, CEO of $1 billion-assets United Bank, Zebulon, Ga. Even the daily grind is more grinding--just the sheer challenge of keeping current on more issues, according to Laurie Beard, president CEO of $450 million-assets Founders Bank & Trust, Grand Rapids, Mich. Sometimes it feels overwhelming, she says. Someone will ask, 'Did you see that article in Wall Street Journal this morning?' And then I'll realize that haven't even read the Journal yet. Haven't gotten to it, used to always do that first. Beard's concern isn't a matter of routine missed--it's evidence of a sense of frustration about keeping up, so she, as CEO, can best work with the board. Obviously, you want to be conversant on issues, but you also want to be the one educating your board on some of them, she says, and for you have to be well-prepared yourself. In the runup to, wake of, the Dodd-Frank Act, the role of the CEO in politics also has changed. Among bankers, there always have been junkies, but no banker can afford to stick on the sidelines now, recognizes Charles Funk, president CEO of $1.7 billion-assets MidWestOneBank, Iowa City, Iowa. Five years ago, Funk says, I hardly ever talked to our employees about the need to be active politically to advocate to lobby. Now, if they don't get how important the political climate is, it's because they haven't been listening to me. Stepping away from the fray Daily life is changing for CEOs. Sure, still do the PR stuff--kiss some babies; shake some hands, says veteran banker Siebenmorgen. I'm not a politician, but in a way, that is what we are. CEOs are always trying to sell something, support our staffs in our communities. But Siebenmorgen has been very used to being a roll-up-your-sleeves bank president, that is going away. There are only so many hours in a day--even considering how much night weekend work he other community bankers do--and the inundation of regulation makes it impossible for a CEO to know what a more specialized employee does. I sometimes feel a little guilty at conferences, when someone asks me how we handle this or that, says Siebenmorgen. I don't have the foggiest. Once upon a time, could have told you exactly, but can't anymore. We have people who do these tasks. It becomes a matter of knowing whom you can trust. In fact, Siebenmorgen finds his time at such a premium that he has done things he once would have thought unthinkable, such as skipping a loan committee meeting. …